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Checklists for Feedback Conversation

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Example Checklists (5)

1
Standard Feedback Conversation
2
Feedback on Performance Issues
3
Feedback for High Performers
4
Feedback in Team Conflict
5
Feedback After Project Completion
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Standard Feedback Conversation

This checklist provides a comprehensive guide for a general feedback conversation that covers both positive and developmental aspects. It helps leaders conduct a structured and constructive dialogue that promotes employee development and strengthens the work relationship.

Progress: 0/15 (0%)

1Preparation

Focus on observable behavior, not interpretations or rumors.
What should be achieved? Development, clarification, recognition?
Ensure privacy and allocate sufficient time.

2Starting the Conversation

Engage in brief small talk and express appreciation.
Explain that it is about feedback and mutual development.
Ask questions like 'How do you assess your performance in area X?'

3Main Part (Giving Feedback)

Phrase: 'I have observed that...' instead of 'You always...'
Explain what consequences the behavior had (positive/negative).
Practice active listening and ask follow-up questions to understand the employee's perspective.
Focus on the future and development opportunities.

4Closure and Follow-Up

Ensure both sides have the same understanding.
Appreciate the willingness to accept feedback.
Review progress and further support needs.

Feedback on Performance Issues

This specific feedback conversation is necessary when an employee's performance falls below expectations. It requires a sensitive yet direct approach to explore the underlying causes and agree on concrete measures for improvement without demotivating the employee.

Progress: 0/13 (0%)

1Preparation

Gather facts, figures, and specific incidents that evidence the performance issues.
Are there known personal or professional stressors? Have there been changes in the work environment?
The conversation should lead to improvement, not punishment.

2Conversation Start

Clearly name the problem, but show empathy ('I am concerned about...').
'How do you see your current performance regarding X?'
'What do you think could be the reason for this?' or 'Is there anything that is preventing you from...?'

3Main Part (Problem & Solution)

Provide examples without generalizing or judging.
Explain the consequences of the performance issues (e.g., increased workload for others, missed deadlines).
Actively involve the employee in suggesting measures. 'What do you propose to improve this?'
Examine and offer training, mentoring, resources, or relief.

4Conclusion and Follow-up

Formulate SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound).
Regularly check progress and adjust measures as needed.
Signal that you are there as a leader to assist.

Feedback for High Performers

This feedback conversation aims to recognize the performance and motivation of high performers while highlighting opportunities for development. The goal is to retain, nurture, and provide new challenges to prevent stagnation.

Progress: 0/14 (0%)

1Preparation

Gather concrete examples of outstanding performance and their positive impacts.
What development opportunities (horizontal/vertical) suit the employee?
How does the employee contribute to overall success?

2Conversation Start

Directly acknowledge the excellent performance and express gratitude.
Make it clear that the focus is on appreciation and further development.
'What are you particularly proud of? Where do you see yourself in the future?'

3Main Part (Recognition & Development)

Provide examples and emphasize how they have contributed to the company's success.
Explore what type of challenges or development opportunities the employee is seeking.
Offer new projects, responsibilities, training, mentoring roles.
Even high performers can continue to develop (e.g., delegation, strategic thinking).

4Conclusion and Follow-Up

Define concrete projects, training, or responsibilities.
Offer to be available as a sounding board or mentor.
Check-ins for progress and adjustments to development plans.

Feedback in Team Conflict

This feedback conversation takes place when an employee contributes to conflicts within the team through their behavior. It requires sensitivity to address the behavior without assigning blame and to encourage the employee to contribute to the solution.

Progress: 0/13 (0%)

1Vorbereitung

Fokus auf beobachtbares Verhalten, nicht auf Interpretationen oder Meinungen anderer.
Das Gespräch sachlich führen, nicht emotional reagieren.
Der Mitarbeiter soll seine Rolle im Konflikt verstehen und konstruktiv daran arbeiten.

2Gesprächsstart

Betonen, dass es um die Verbesserung der Zusammenarbeit geht, nicht um Anklage.
'Mir ist aufgefallen, dass es in letzter Zeit Spannungen im Team gibt, insbesondere im Zusammenhang mit X.'
'Wie nehmen Sie die aktuelle Situation im Team wahr?' oder 'Wie fühlen Sie sich im Team?'

3Hauptteil (Verhalten & Wirkung)

'Ich habe beobachtet, dass Ihre Kommentare in Besprechungen manchmal als abwertend empfunden werden.'
Erklären, wie das Verhalten die Teamdynamik, Produktivität oder Stimmung beeinflusst.
'Wie denken Sie, wirkt das auf Ihre Kollegen?' oder 'Können Sie die Reaktion der anderen verstehen?'
Was kann der Mitarbeiter tun, um zur Entspannung beizutragen? Was braucht er dafür?

4Abschluss und Nachbereitung

Spezifische, beobachtbare Punkte, die der Mitarbeiter ändern soll.
Coaching, Mediation oder Team-Workshop, falls erforderlich.
Überprüfung der Fortschritte und des Einflusses auf die Teamdynamik.

Feedback After Project Completion

This feedback conversation serves to reflect and learn after the completion of a project. It is an opportunity to acknowledge successes, identify lessons learned, and optimize individual and team performance for future projects.

Progress: 0/14 (0%)

1Preparation

What was achieved? What role did the employee play? Where were the challenges?
Specific examples of outstanding performance and areas for improvement.
What went well, what went poorly? What can we learn from this?

2Conversation Start

Recognition for the work done and the successful completion of the project.
Explain that the aim is to learn from the project and appreciate the employee's performance.
'What were your greatest successes/challenges in project X?'

3Main Part (Analysis & Learning)

Mention specific examples of how the employee contributed to the project's success.
What could have gone better? What was learned from it?
'What can we do differently/better in the next project?' or 'How was the collaboration with X?'
How can the employee further develop their strengths or work on weaknesses?

4Conclusion and Follow-Up

Ensure that the core messages are understood.
E.g., training, mentoring, other roles in future projects.
Highlight the significance of the employee's contribution to the project's success.

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